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Copyright © 2007 Pearson Education Canada9-1
Marketing: An Introduction Second Canadian Edition
Armstrong, Kotler, Cunningham, Mitchell and Buchwitz
Chapter NineNew Product Development and Product Life Cycle Strategies
Copyright © 2007 Pearson Education Canada9-2
Looking Ahead
• Explain how companies find and develop new-product ideas.
• List and define the steps in the new-product development process.
• Describe the stages of the product life cycle.
• Describe how marketing strategies change during the product’s life cycle.
Copyright © 2007 Pearson Education Canada9-3
Why Develop New Products?
• Follow changing market demands.
• Remain competitive.
• Keep up to changing technology.
• Replace dying products.
• Refresh and evolve existing products.
• Diversify product offering to reduce risk.
Copyright © 2007 Pearson Education Canada9-4
Obtaining New Products• Acquire.
– Patents.– Licenses.– Companies.
• Develop.– New products.– Modifications to existing products.– Improvements to existing products.
Copyright © 2007 Pearson Education Canada9-5
Some Succeed – Most Fail
• Successful new products.– Offer a unique superior product.– Have a well-defined product concept.
• Products fail.– Market size may have been overestimated.– Poor quality or design.– Incorrect positioning, pricing or promotion.– Does not deliver superior value.
Copyright © 2007 Pearson Education Canada9-6
New-Product Failures• Only 10% of new products are still on
the market and profitable after 3 years.• Failure rate for industrial products is as
high as 30%.– Overestimation of market size.– Design problems.– Incorrectly positioned, priced or advertised.– Pushed despite poor marketing research findings.– Development costs.– Competition.
Copyright © 2007 Pearson Education Canada9-7
Disciplined Development Process
• Idea generation.• Idea screening.• Product concept.• Marketing strategy.• Business analysis.• Product development.• Test marketing.• Commercialization.
Copyright © 2007 Pearson Education Canada9-8
Initial Stages• Sources of new ideas.
– Employees, customers, suppliers, partners, competitors.
• Idea screening.– Narrow down to those worth more time and
money.
• Concept development.– Develop prototypes and test consumer
interest.
Copyright © 2007 Pearson Education Canada9-9
Idea Screening
• Process to spot good ideas and drop poor ones.
• Develop system to estimate: market size, product price, development time and costs, manufacturing costs and rate of return.
• Evaluate these findings against set of company criteria for new products.
Copyright © 2007 Pearson Education Canada9-10
Concept Development and Testing
• Product idea.– idea for a possible product that the
company can see itself offering.
• Product concept.– detailed version of the idea stated in
meaningful consumer terms.
• Product image.– the way consumers perceive an actual or
potential product.
Copyright © 2007 Pearson Education Canada9-11
Business Case Stages
• Marketing strategy.– Target market.– Product positioning.– Sales, market share and profit objectives.
• Business analysis.– Review of sales, costs and profit
projections.– Will product meet corporate objectives.
Copyright © 2007 Pearson Education Canada9-12
Marketing Strategy• Phase One.
– Target market, planned market positioning, sales, market share, profit goals.
• Phase Two.– Product’s planned price, distribution,
marketing budget.
• Phase Three.– Sales and profit goals, marketing mix
strategy.
Copyright © 2007 Pearson Education Canada9-13
Business Analysis
• Involves a review of the sales, costs and profit projections to assess fit with company objectives.
• If yes, move to the product development phase.
Copyright © 2007 Pearson Education Canada9-14
Product Development
• Develop concept into physical product.
• Calls for large jump in investment.
• Prototypes are made.
• Prototype must have correct physical features and convey psychological characteristics.
Copyright © 2007 Pearson Education Canada9-15
Commercialization Stage
• Test marketing.– Test product in selected markets.– Can include virtual testing.
• Launch product.– Full market distribution at once or in stages.– Often heavy and costly promotion.– Measure market acceptance.– Adjust to meet launch sales objectives.
Copyright © 2007 Pearson Education Canada9-16
Test Marketing
• Product and program introduced in more realistic market setting.
• Not needed for all products.
• Can be expensive and time consuming, but better than making major marketing mistake.
Copyright © 2007 Pearson Education Canada9-17
Commercialization
• Must decide on timing (i.e., when to introduce the product).
• Must decide on where to introduce the product (e.g., single location, state, region, nationally, internationally).
• Must develop a market rollout plan.
Copyright © 2007 Pearson Education Canada9-18
Organizing New-Product Development
• Sequential approach.– Each stage completed before moving to next
phase of the project.
• Simultaneous approach. – Cross-functional teams work through
overlapping steps to save time and increase effectiveness.
Copyright © 2007 Pearson Education Canada9-19
Product Life Cycle• Development -- No customers, no profits,
heavy spending.
• Introduction -- Early adopter customers, no profits, high launch costs.
• Growth – Early majority customers, rapid sales growth and revenues.
• Maturity – Late majority customers, flat sales, declining profits.
• Decline – Laggard customers, declining sales, replaced by new products.
Copyright © 2007 Pearson Education Canada9-20
Product Life Cycle Lengths• Product class has the longest life cycle
(e.g., gas-powered cars).• Product form tends to have the standard
PLC shape (e.g., dial telephone).• Brand PLCs can change quickly
because of changing competitive attacks and responses (e.g., Tide, Cheer).
Copyright © 2007 Pearson Education Canada9-21
Introduction Phase• Sales – low.• Costs – high cost per customer.• Profits – negative.• Marketing objectives -- create product
awareness and trial.• Product -- offer a basic product.• Price -- use cost-plus. formula• Distribution – build selection distribution.• Promotion -- heavy to entice product trial.
Copyright © 2007 Pearson Education Canada9-22
Growth Phase• Sales – rapidly rising.• Costs – average cost per customer.• Profits – rising.• Marketing objectives – maximize market share.• Product -- offer extension, service, warranty.• Price – penetration strategy. formula• Distribution – build intense distribution.• Promotion – reduce to take advantage of
demand.
Copyright © 2007 Pearson Education Canada9-23
Maturity Phase• Sales – peak.
• Costs – low cost per customer.
• Profits – high.
• Marketing objectives – maximize profits while defending market share.
• Product – diversify brand and models.
• Price – match or best competitors. formula
• Distribution – build more intensive distribution.
• Promotion – increase to encourage brand switching.
Copyright © 2007 Pearson Education Canada9-24
Maturity Stage Strategy
• Modifying the market.– Increase the consumption of the current
product.
• How?– Look for new users and market segments.– Reposition the brand to appeal to larger or
faster-growing segment.– Look for ways to increase usage among
present customers.
Copyright © 2007 Pearson Education Canada9-25
Maturity Stage Strategy
• Modifying the product.– Changing characteristics such as quality,
features or style to attract new users and to inspire more usage.
• How?– Improve durability, reliability, speed, taste.– Improve styling and attractiveness.– Add new features.– Expand usefulness, safety, convenience.
Copyright © 2007 Pearson Education Canada9-26
Maturity Stage Strategy• Modifying the marketing mix.
– Improving sales by changing one or more marketing mix elements.
• How?– Cut prices.– Launch a better ad campaign.– Move into larger market channels.– Offer new or improved services to buyers.
Copyright © 2007 Pearson Education Canada9-27
Decline Phase• Sales – declining.
• Costs – low cost per customer.
• Profits – declining.
• Marketing objectives – reduce expenditures and milk the brand.
• Product – phase out weak items.
• Price – cut price. formula
• Distribution – selective and phase out unprofitable outlets.
• Promotion – reduce to minimum level.
Copyright © 2007 Pearson Education Canada9-28
Style, Fashion and Fads
• Style is a basic and distinctive mode of expression (e.g., formal clothing, Danish modern furniture).
• Fashion is a popular style in a given field (e.g., business casual).
• Fad is a fashion that enters quickly, is adopted quickly and declines fast (e.g., pet rocks).
Copyright © 2007 Pearson Education Canada9-29
Looking Back• Explain how companies find and
develop new-product ideas.
• List and define the steps in the new-product development process.
• Describe the stages of the product life cycle.
• Explain how marketing strategies change during the product’s life cycle.